Town Council Workshop

TOWN OF WEAVERVILLE TOWN COUNCIL AGENDA Weaverville Community Room at Town Hall November 12, 2024 at 6:00 pm 30 South Main Street, Weaverville, NC 28787 Town Council Workshop Meeting Remote Viewing Option for General Public via YouTube channel https://www.youtube.com/channel/UCkBK1doIGY_O6_vJiqimFUQ/videos (unless technical difficulties are experienced) Presenter 1. Call to Order .......................................................................................................... Mayor Fitzsimmons 2. Town Manager Hiring Update and Action ……………………………………………….……… Mayor Fitzsimmons a. Introduction of Steve Straus and Developmental Associates, LLC b. Overview of Hiring Process c. Public Input Opportunities d. Town Council Questions/Comments e. Town Council Action to Approve Developmental Associates Proposal 3. Public Input …………………………………………….……………………………………………………….. Mayor Fitzsimmons 4. Adjournment …………………………………………………………………………………………….…..... Mayor Fitzsimmons The quaint mountain Town of Weaverville, just 10 miles north of Asheville in Western North Carolina, seeks an experienced municipal leader to serve as its next Town Manager. A city with deep agricultural roots, Weaverville is on the cusp of experiencing significant growth and is at a pivotal point in its evolution as a growing tourist and highly desirable residential destination. Weaverville town leaders desire a candidate willing to challenge the status quo and think innovatively about managing growth and change as demands on capacity are expected to double in the next few years. The next Weaverville Town Manager will join a community full of charm and good vibes nestled in the majestic Blue Ridge Mountains with a population of 5,000-10,000 residents who genuinely love their town. Weaverville desires an adaptable Town Manager to lead its community – someone who: • Demonstrates the knowledge and skills to oversee various projects, including the modernization of zoning standards to accommodate anticipated future development, innovative solutions to affordable housing, balancing short-term rental demand and capacity, trends in urban planning, comprehensive land use planning, and growth challenges due to annexation; • Naturally desires to be visible and engaged with staff, creating an atmosphere of trust and safety; • Is a successful leader, highly effective in delegating, leading, and creating an autonomous working environment; • Pivots quickly, can successfully multi-task; is an astute decision maker and skilled problem solver; • Has a high standard of integrity and holds self and staff accountable to a high standard of excellence; and, • Exhibits active listening skills and is articulate in communicating to various stakeholders, including Councilmembers—someone who quickly builds others' confidence in their knowledge of municipal leadership and governance; and, • Values time with people is compassionate about others' needs and exhibits empathy and patience in interactions with others. As Weaverville looks to its bright future, it must first focus on the immense need for restoration and recovery from the effects of Hurricane Helene. The ideal Town Manager for Weaverville is familiar with municipal disaster recovery on micro and macro levels. Weaverville’s next Town Manager will sensitively, strategically, and empathetically lead the town in rebuilding structures, homes, and general infrastructure, igniting hope for the present and the future. About the Organization and Position: The Town of Weaverville operates under a Council-Manager form of government. The Council comprises a Mayor, a Vice Mayor, and five council members. Weaverville's vision is centered on its community members' needs—to provide quality service, fast and efficient emergency services when needed, and an overall safe and pleasant atmosphere for its visitors and residents. The town is dedicated to its community members and upholding and promoting the town's reputation and identity in the Western NC mountain region. The Weaverville Town Manager manages a staff team of nearly 80+ employees, with six direct reports: Finance Officer, Fire Chief, Police Chief, Planning Director, Public Works Director, Town Clerk, and Recreation Coordinator. The Town Manager will oversee Weaverville’s FY 2024- 2025 budget of $9.3M, which is supported by a tax rate of $.35 per $100 of assessed tax value. Key priorities for the Weaverville Town Manager include: • Oversee the psychological, emotional, and physical recovery of Hurricane Helene devastation within the organization and community, both on an individual and broad scale. • Conduct a thorough organizational analysis, orient staff to the organization's structure, position responsibilities, etc., and facilitate changes to ensure a working environment with adequate workspaces and high morale where staff are nurtured, challenged, and empowered to excel. • Implement a staff onboarding, training, and development program – improving staff awareness and knowledge of municipal functions, town goals, priorities, and expectations while also recruiting talented, experienced staff for vacant positions and preparing long-term with succession planning. • Establish collaborative, honest, and transparent relationships with staff, Council, community members, and other stakeholders. Ensure visibility within the organization and community and create/nurture valuable partnerships with community agencies and schools. • Facilitate the development and implementation of the town's next strategic plan, planning for key developments in the town's future infrastructure, including a 500+ mixed-use development, a new hospital, and a water treatment plant expansion, and preparing for short—and long-term facility maintenance needs and demands. About the Community: Weaverville is located in Buncombe County, NC, and is part of the Asheville metropolitan area. Weaverville attracts thousands of hikers, nature lovers, and outdoor enthusiasts worldwide to experience the natural beauty within and surrounding the town. The Blue Ridge Parkway sits 15 minutes from Weaverville's Main Street. Dubbed "America's Favorite Drive," the parkway winds 469 miles from beginning to end. The Asheville- Buncombe County metropolitan area offers many opportunities for explorers in the Blue Ridge Mountains. Weaverville has its own flavor of exploration, which includes a Weaverville entrance to the Blue Ridge Parkway, miles of local hiking trails, cycling routes, scenic drives, wildlife, and native plants. In addition, the Town of Weaverville hosts several community events throughout the year to celebrate its unique roots in Western North Carolina, such as its summer and winter music series. Weaverville is built on a deeply rooted commitment to small business. For those more inclined to shop than hike, Weaverville's antique shops and art galleries will satisfy even the most discerning shoppers. Many of the region's artists are renowned Southern Highland Craft Guild members. Art lovers know Weaverville is home to one of North Carolina's most vibrant and active art communities. Area artists welcome the public into their studios every spring and fall to display their work during the Weaverville Art Safari. In addition, each September, the Weaverville Business Association artists host the juried Art in Autumn. Many renowned Southern Highland Craft Guild members live in Weaverville and the surrounding area. The Town of Weaverville maintains two public parks within its jurisdiction: Lake Louise Park and the Main Street Nature Park. The town's Public Works Department lovingly maintains these parks, which are used extensively for passive recreation activities. Residents and visitors can enjoy short walks around Lake Louise, the Courts at the Rec Complex, or along the walking paths of the Main Street Nature Park, where staff and volunteers have created colorful flower beds using native plants. Qualifications: The successful candidate must have a bachelor's degree in public administration, public affairs, business management, or a related field and five years of progressively responsible leadership and management experience in local government or business. Preferred qualifications include: • familiarity with NC municipal management; • a master's degree; • membership and/or professional certification from ICMA, NCCCMA, and completion of the Municipal/County Administration Course from the School of Government, UNC Chapel Hill, or other leading professional bodies is desired; and, • progressively responsible experience as a department head, Assistant City Manager, or City Manager within small to midsized municipal government organizations. Salary and Benefits: The hiring range for this position is $130,000 - $160,000. The starting salary is based on experience and qualifications. Weaverville provides comprehensive benefits comparable to those of towns of similar size. Town residency is not required; however, residents living in the Weaverville zip code or within 15 miles of Weaverville's Town Hall are preferred. To apply, please visit https://www.governmentjobs.com/careers/developmentalassociates and click on the "Town Manager - Town of Weaverville, NC" title. Please note the following: ● All applications must be submitted online via the Developmental Associates application portal (link above) – NOT the Town’s employment application portal or any other external website. ● Resumes and cover letters must be uploaded with the application. ● Applicants should apply by November 27, 2024. ● The hiring team will invite successful semi-finalists to participate in virtual interviews and skill evaluations on January 16-17, 2024. Candidates are encouraged to reserve these dates for virtual meetings should they be invited to participate. ● Direct inquiries to hiring@developmentalassociates.com. The Town of Weaverville, NC, is an Equal Opportunity Employer. Developmental Associates, LLC manages the recruitment and selection process for this position. To learn more about our selection process, visit https://developmentalassociates.com/client-openings/, select “Client Openings," and scroll down to “Important Information for Applicants.”  Stephen K. Straus, Ph.D. Heather A. Lee, Ph.D. SPHR www.developmentalassociates.com Holly Danford Bishop, Ph.D. 510 Meadowmont Village Circle, #299 • Chapel Hill, NC 27517 (919) 812-0132 • skstraus@developmentalassociates.com COVER LETTER INFORMATION: Incorporation: Developmental Associates is a HUB-certified LLC (S) Corporation, a predominantly female-owned enterprise. We are the only local government search firm located in North Carolina. Lead Consultant: Stephen Straus, Ph.D. September 25, 2024 Mayor Patrick Fitzsimmons and the Weaverville Town Council Town of Weaverville 30 South Main Street Weaverville, NC 28787 Dear Mayor Fitzsimmons and Town Council: Thank you for requesting our proposal for Town Manager! As a native of Brevard and a frequent visitor of Weaverville, I would be delighted to work with you on this process! By the way, we just helped Mills River hire a Manager earlier this year. Our objective, evidence-based approach provides a much firmer foundation for win-win decisions than the traditional search process. As a recent example, in 2021, we helped the Savannah City Council, which has dealt with significant cleavages, to vote to hire their new City Manager unanimously. We achieved this outcome when the Council fired two national search firms who had been unsuccessful in their efforts. https://www.wtoc.com/2021/07/23/savannah-interim-city-manager-announces- resignation/#:~:text=SAVANNAH%2C%20Ga. We have listed Savannah Mayor Johnson as one of our references. Reviewing our proposal, you will note that Developmental Associates is not a traditional "headhunting" firm. Instead, we rely on more objective, systematic, and accurate methods to recruit, screen, and evaluate candidates that we call Evidence-Based Talent Identification and Assessment. Supply and Demand Chain Magazine published an article describing our unique evidence-based methods. https://mail.google.com/mail/u/0/#inbox/FMfcgxwHNVvtbGlHlfHMfNCGHBPqTDnG In short, we provide you with much more detailed and in-depth information about the candidates than our competitors. Our mission is to enable you to make the most informed decisions possible. Experts in Emotional Intelligence to Develop Individuals and Organizations 1 Our approach has three goals with respect to recruitment, screening, and selection. 1. Recruit high-quality and diverse candidates. 2. Employ a multi-method screening approach to get you the best data on your top candidates. 3. Apply skill-based assessments and Emotional Intelligence testing to provide a comprehensive assessment beyond the traditional interview-only approach. Goal #1: Recruit high quality and diverse candidates: • We target individuals with whom we • We make individual contacts through have worked directly. Having worked social media. We maintain lists of with thousands of managers through hundreds of local government our consulting and training, we are candidates that we can contact well-connected to leading local through email blasts, Facebook, and government candidates in the region. LinkedIn notices. • We know how best to use the most • We have established a national widely referenced professional network through our contract with journals and websites. We can NEOGOV, the number one H.R. enhance the information provided to application to governments those sites by relying on a nationwide. This service enables us to comprehensive study of the position provide recruitment and applicant and the organization that enables us tracking solutions on a national level. to craft attractive, realistic, and comprehensive postings. OUTCOME: We have placed candidates with our clients from a variety of locations, such as Georgia, California, Arizona, New York, Illinois, Florida, and Massachusetts. Goal #2: Employ a multi-method screening approach to get you the best data on your top candidates: • We develop a customized application • We conduct intensive interviews with that candidates must complete online. each of the top candidates (up to 15). We tailor the application to the specific We conduct these interviews using challenges facing the City. Compared structured questions based on the to the traditional cover letter and needs of the County, along with a resume, we can then match candidates detailed scoring system. The with the City's specific needs. responses of each candidate are Moreover, we can then make "apples- recorded and available to you for to-apples" comparisons of candidates review. rather than trying to piece together disparate information from resumes designed differently. • We also administer online surveys requiring short essay answers from candidates. These questions generally focus on how candidates have managed more complex challenges and provide you with an early writing sample before further assessment. Experts in Emotional Intelligence to Develop Individuals and Organizations 2 OUTCOME: Many clients tell us that they historically based their selection decisions on less information that we provide through our screening process. Goal #3: Apply skill-based assessments and Emotional Intelligence testing to provide a comprehensive assessment beyond the traditional interview-only approach. • Skill-based exercises are of greater • In addition to the skills-based validity (almost twice as accurate) assessments, we administer a than the traditional interview-driven psychological inventory called the approach. Developmental Associates Emotional Intelligence Inventory (EQi designs exercises that simulate the 2.0) – see page 10. This inventory, position's responsibilities, such as which is validated for employment, making budget presentations, provides us with information on the developing written project plans, candidate's critical skills, such as facilitating staff meetings, conducting problem-solving, assertiveness, performance-based role plays, and interpersonal relations, and resolving H.R. issues to observe the teamwork. We administer this candidate skills that interviews cannot inventory independent of the skills elicit directly. exercises; in other words, the psychologist administers the E.Q. without knowing the other assessment results. OUTCOME: We provide you with the most in-depth and accurate information possible about the top candidates for this position to enable you to make the most informed decisions possible. It is essential to rely on three familiar and very comfortable methods as a part of the selection process: 1) reviews of resumes, 2) reference and background checks, and 3) interviews. Nevertheless, these are the three least accurate methods for determining the actual competencies of candidates, and they are the critical methods used by our competition! One of many reasons for the limitations of these methods is that they rely primarily on indirect or inferential data. For example, resumes tell us what the candidate has done but not how well they have performed. References rely on unreliable third-party observations based more on familiarity than skills assessment. Interviews, when conducted in a systematic and behavioral-based fashion, can reveal specific key attributes: knowledge, verbal communication skills, and judgment (when the employer uses behavioral and situational questions). Interviews, however, cannot directly verify other critical skills, such as budget analysis, conflict resolution, project planning, meeting or group facilitation, leadership style, problem-solving, writing, or even presentation skills. The employer can only gain evidence-based data on these competencies using skills-based exercises. Despite the limitations of interviews, they are essential to any process. Any Board, as in Weaverville, will want to interview the top 2-3 candidates emerging from our skills-based process. Other search firms only have expertise in recruitment and screening; they do not have a sophisticated approach to assessing candidates. Beware, particularly, of firms that only provide you with a stock set of interview questions. Instead, Developmental Associates will tailor the interview questions based on two factors: Experts in Emotional Intelligence to Develop Individuals and Organizations 3  1. The key challenges facing the next Weaverville Town Manager identified in the job/organizational analysis. 2. The strengths and weaknesses each finalist demonstrates in our skills assessment and Emotional Intelligence testing. Moreover, we would provide guidance on best practices for conducting those interviews. As you review our proposal, you will observe that our methods do not limit your discretion; instead, they enhance the quality of information you would have at your discretion in making screening, assessment, and final interview decisions. Finally, let me share some data with you. As of February, ninety-six percent (96.4%) of the over three hundred executives we have placed have either stayed in their positions for a minimum of five years or have been promoted to a higher-level position. Thank you for considering our services. We would be pleased to partner with the Council to find an outstanding Weaverville Town Manager. Sincerely, Stephen K. Straus, Ph.D. President - Developmental Associates, LLC Experts in Emotional Intelligence to Develop Individuals and Organizations 4  PROPOSAL: TOWN OF WEAVERVILLE RECRUITMENT, SCREENING, AND SELECTION PROCESS: FOR TOWN MANAGER September 25, 2024 SECTION I: PROPOSAL CONTENTS PAGES A. Scope of Services pages 6-9 • Emotional Intelligence Factors page 10 B. Proposed Fees for Services page 11 SECTION II: OVERVIEW OF FIRM C. Organization and Staffing pages 12-13 D. Qualifications and Experience page 14 E. A New Approach to Executive Assessment pages 14-15 F. References pages 16-17 Sample Recruitment Brochure Included HIRE WITH CONFIDENCE PLEDGE If Developmental Associates is responsible for recruiting and screening candidates, we guarantee that the client will find a candidate that it can hire with confidence. If the selected candidate does not continue employment for at least two years of service, Developmental Associates pledges to provide all of the services originally agreed upon with the client for no additional charge other than expenses, such as conducting additional phone interviews and administering the Emotional Intelligence Inventory (EQi) to candidates approved by the client. Developmental Associates would continue to provide these services until the client selects a candidate for whom it can "hire with confidence ."Developmental Associates only maintains this pledge if it is responsible for the recruitment and screening for the position and the client secures final interviews, background investigations, and final decisions within 30 days of completing the skills assessment process. The information provided herein by Developmental Associates, LLC. is proprietary and confidential, and it is offered to the recipient solely to evaluate its service proposal. The client should not disclose this information to anyone outside the decision-making group without the company's prior authorization. Submitted by: Stephen K Straus, President Company: Developmental Associates, LLC Phone/Fax: (919) 812-0132 (919) 929-6883 Email Address: skstraus@developmentalassociates.com Experts in Emotional Intelligence to Develop Individuals and Organizations 5  A: SCOPE OF WORK WEAVERVILLE TOWN MANAGER RECRUITMENT AND SELECTION Menu of Offerings Directions: Below are the steps identified in the proposed Scope of Services and the dates for completing each step. This plan includes three meetings with the Council. STEPS IN THE RECRUITMENT, TIMELINE SCREENING, AND SELECTION (Required PROCESS PURPOSE OF THE PROPOSED STEPS meetings in red) Step 1: Conduct job and 1) Provides a foundation for defining the Day 1 organizational analyses to competencies sought in recruitment and in identify expectations and designing the selection process. competencies for the position by 2) Builds stakeholder buy-in and perspective into meeting with the following the selection process. groups: 3) Conducting a job analysis is essential for legal  The Town Council defensibility.  Department Directors 4) Conducting the organizational analyses  Others as requested by identifies future challenges for a proactive Town the Council. Manager. We can connect with these groups through meetings and surveys. Step 2: Build a candidate 1) Written ads for print and online publications Day 4 profile and post written job typically generate the advertisements in leading 2) most significant number of applications. professional journals and 3) DA can post ads and charge the Town back for websites. those out-of-pocket fees.) 4) Developmental Associates will also develop an attractive electronic brochure (sample attached) to recruit individual candidates. Step 3: Conduct targeted 1) We have direct access to several thousand local Through Day 35 recruitment of leading government executives across the country. We candidates. will send out a mass email to all these executives and also make direct contact with a number of those who we think would be a particularly good fit for the Town. 2) By targeting candidates and making individual contacts, Developmental Associates can supplement the candidate pool with candidates with excellent credentials, especially from N.C. and the region. Experts in Emotional Intelligence to Develop Individuals and Organizations 6  STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS TIMELINE Step 4: Conduct the initial 1) First-level screening involves a structured Day 38 (first) level screening of process of evaluating resumes and supporting Closed meeting candidate applications/resumes. documents. We require all candidates to post (Personnel • A media (Google) search their applications through NEOGOV to ensure matters) with (mentions of candidates they are responding to the position's specific the Council in the news media) of the requirements and not just submitting a general top candidates at this resume. stage of the screening 2) The organizational/job analysis provides the process basis for developing a structured screening guide to ensure that the selection criteria are consistently applied to each resume. 3) Narrow the field of candidates to a number that can be screened more intensively (through the secondary screening process described below). 4) Provides detailed and uniform information to the Council to enable you to decide which candidates proceed in the process. Step 5: Conduct a second-level 1) Such advanced screening methods are helpful Day 50 screening of candidates for the when there is a large group of qualified Closed meeting position. We employ two candidates, or the Town is unfamiliar with many (Personnel methods in the secondary of the candidates. matters) with screen. A different staff member 2) The organizational/job analysis drives the design the Council would conduct each method to of the screening methods (Step 1). ensure objectivity, and we keep a 3) Upon completion, the Council would be ready to “firewall” between these identify the finalists (up to 5) for the final methods. These methods are as assessment process. follows: 4) Provides detailed and uniform information to  Telephone interviews the Council to enable you to decide which  Electronic survey candidates proceed in the process. questions (short essays on accomplishments) Step 6: Design the hiring 1) The hiring process should be valid (job-related) By Day 50 process. to identify the best candidates. • Develop skill-based 2) The hiring process should provide an exercises like budget opportunity to assess the most critical presentations, simulated competencies required for the position, meetings, and written including the ability of the candidate to meet assignments. the primary challenges facing the Town and the • Administer and evaluate position. the Emotional 3) The hiring process should assess Emotional Intelligence Inventory Intelligence (E.I.) and technical skills. Experts in Emotional Intelligence to Develop Individuals and Organizations 7  STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS TIMELINE Step 7: Recruit assessors to 1) The types of assessors recruited depend upon By Day 50 evaluate the candidates the exercises the candidates would perform. (Assessors can be identified and Assessors might include local community approved by the Council). leaders and other Town Managers from the Southeast. 2) Assessors must complete a Statement of Confidentiality. Moreover, no assessor will know the overall outcome of the process. That information is provided to the Council only. 3) We will train assessors on how to apply behavioral-based rating systems when rating candidates. Step 8: Conduct selection 1) We will ensure that the assessment of these Days 64-65 exercises to evaluate the (up to exercises is reliable and unbiased. It is hallmark 5) finalists. of Developmental Associates to ensure assessors provide objective behavioral feedback. Analyze EQI in-depth 2) We will send the candidates preparatory information and provide thorough explanations about ten days before the process. 3) The exercises should enable the Town to assess each candidate's strengths and weaknesses and to determine which candidates have the skills to fill the position. Step 9: Facilitate a debrief with 1) Assists the Council in developing a systematic Day 65 the Council. approach for evaluating the final candidates. Closed meeting  The Council would 2) Provides expertise to the Council in making your (Personnel receive feedback and be final evaluations and hiring decisions. matters) with able to ask questions 3) the Council about the performance of the candidates in each exercise.  The assessors providing feedback are subject- matter experts – most of whom will be managers in similar jurisdictions. Step 10: Facilitate thorough 1) Both legally and due to the sensitive and highly background investigations. public nature of the position of Town Manager, we recommend thorough reference checks and background investigations. 2) Someone outside the Town should conduct the background investigation to ensure confidentiality. 3) We would coordinate the investigations and report detailed findings to the Council. Experts in Emotional Intelligence to Develop Individuals and Organizations 8  STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS Step 11: Provide executive 1) The assessment process and the organizational TBD coaching to the successful analysis provide rich information suitable for candidate. executive coaching.  Review the challenges 2) The new Manager will be facing exciting but facing the community and formidable new challenges. He/she can benefit organization from professional guidance in developing a plan  Analyze the results of the of action to meet those challenges successfully. selection process 3) Feedback to internal candidates not selected  Analyze the findings of often helps their professional development and the EQi acceptance of the decision. This coaching also  Develop a plan of action paves the way for incumbents to support the  We can provide candidate chosen more. developmental feedback to internal candidates who are not selected. This coaching includes a review of EQi and skills assessment results Experts in Emotional Intelligence to Develop Individuals and Organizations 9  A.1: EMOTIONAL INTELLIGENCE FACTORS* SELF-PERCEPTION REALM EQ-i Scale The E.I. Competency Assessed by the Scale 1. Emotional Self- Ability to be aware of and understand one’s feelings and their impact Awareness 2. Self-Regard Ability to respect and accept one’s strengths and weaknesses 3. Self-Actualization Ability to improve oneself and pursue meaningful objectives SELF-EXPRESSION REALM EQ-i Scale The E.I. Competency Assessed by the Scale 4. Emotional Expression Ability to express one's feelings verbally and non-verbally 5. Independence Ability to be self-directed and free of emotional dependency on others 6. Assertiveness Ability to express feelings, beliefs, and thoughts in a non-destructive way INTERPERSONAL REALM EQ-i Scale The E.I. Competency Assessed by the Scale 7. Interpersonal Ability to develop and maintain mutually satisfying relationships Relationships 8. Empathy Ability to recognize, understand, and appreciate the feelings of others 9. Social Responsibility Ability to contribute to society, one’s social group, and to the welfare of others DECISION MAKING REALM EQ-i Scale The E.I. Competency Assessed by the Scale 10. Impulse Control Ability to resist or delay an impulse, drive, or temptation to act 11. Reality Testing Ability to remain objective by seeing things as they are 12. Problem-Solving Ability to solve problems where emotions are involved STRESS-MANAGEMENT REALM EQ-i Scale The E.I. Competency Assessed by the Scale 13. Flexibility Ability to adapt one's feelings, thinking, and behavior to change 14. Stress Tolerance Ability to effectively cope with stressful or difficult situations 15. Optimism Ability to remain hopeful and resilient despite setbacks EQ-i 2.0, Multi-Health Systems (2011), All Rights Reserved Adapted from The E.Q. Edge Steven J. Stein, Ph.D. and Howard E. Book. M.D. Third Edition (2011) Experts in Emotional Intelligence to Develop Individuals and Organizations 10  B: PROPOSED FEES FOR THIS PROJECT BASIC FEE ADDITIONAL OPTIONS (Including Maximums) $24,500 • EQi- Analysis @ $350 per candidate (up to 5) • Coaching and Feedback @ $350 for the successful candidate MAXIMUM TOTAL FEE: $26,250 does not include the following: • Additional work requested by the client but not included in this proposal would be billed at $250 per hour. • Background @ approximately $2250 per candidate* • Coaching for internal candidates who apply but are not selected @$350 each. • Out-of-pocket advertising fees (typically $1,500-$2,500) *This fee would be paid directly to Chief Tom Younce if the client wishes to use his services With our virtual process, the client would have no fees or expenses other than the cost of bringing the finalists on-site for final interviews. Nevertheless, if the Town wants us to be on site for any part of our process, we would ask to be reimbursed for all reasonable out-of- pocket expenses. We expect clients to process billing for payment (net 30) after the skills-assessment process. Litigation support, expert witness testimony, and depositions would be billed hourly at $250.00 per hour unless Developmental Associates is responsible for losing a grievance or legal case. In that event, there would be no charge for litigation support. Experts in Emotional Intelligence to Develop Individuals and Organizations 11  II. OVERVIEW OF FIRM C: ORGANIZATION AND STAFFING Steve Straus is the lead consultant on this project. He would team with Heather Lee, Andrea Surratt, Martha Paige, Derwick Paige, and Holly Danford-Bishop. This team is diverse in race and gender. Moreover, our team is a mix of practitioners and academicians. Steve Straus, Ph.D., is the President and Founder of North Carolina-based Developmental Associates. He earned his Bachelor's Degree from the Wharton School of Business at the University of Pennsylvania, a Master's of Public Administration from the University of North Carolina at Chapel Hill, and a Ph.D. from Duke University in Political Science. Dr. Straus is a former Assistant City Manager in Southern Pines. Steve has been a long-time member and frequent presenter with the N.C. City and County Managers Association. For 26 years, he has taught in the Master of Public Administrative Programs at N.C. State University and UNC Chapel Hill has served on the faculty at the School of Government at UNC-Chapel Hill. He has published in the leading public sector journals. Heather Lee, Ph.D., is a Partner with North Carolina-based Developmental Associates, where she has worked since 2004. Heather earned an M.S. and a Ph.D. from North Carolina State University in Industrial/Organizational Psychology. Dr. Lee earned her undergraduate degree in Psychology with a minor in Social Work at Florida State University. Heather, a Certified Senior Professional in Human Resources (SPHR), is an organizational consultant specializing in the nonprofit, governmental, and educational sectors. Heather has served as a faculty member and Manager at the N.C. Center for Women in Public Service, and the William Peace University Human Resources degree program. She is a former Vice-President for Human Resources with the N.C. Easter Seals Society. Heather has consulted extensively with local governments and is the co-designer of and a faculty member in the North Carolina Public Managers Program. Derwick Paige is the former Winston-Salem and Wake County Deputy Manager. Andrea Surratt is the former Sandy Springs, Georgia, and Bozeman, Montana City Manager. She also served as the Assistant City Manager in Hickory, N.C. Martha Paige is the former Morrisville Town Manager and Assistant Winston-Salem Manager. Her peers so widely respect her that she served as President of the N.C. City and County Managers Association. Holly Bishop, Ph.D., would be the Project Manager. Holly has worked in various capacities with DA since 2013. As Project Manager, Holly works with employers and candidates to ensure their needs are met, questions are answered, and excellent customer service is delivered consistently. She takes the lead in analyzing candidates' qualifications during the screening processes. Experts in Emotional Intelligence to Develop Individuals and Organizations 12  ROLES IN THIS PROJECT Lead consultant: Stephen K. Straus, Ph.d. ROLE PERSON(S) RESPONSIBLE Job/Organizational Analysis Andrea Surratt Design of Job Ad Heather Lee, Ph.D. Candidate Recruitment Martha Paige, and Stephen Straus Initial Candidate Screening Holly Danford-Bishop, Ph.D. and Heather Lee Secondary Candidate Screening Holly Danford-Bishop and Andrea Surratt Assessor Recruitment Stephen Straus Exercise Design Derwick Paige and Andrea Surratt Candidate Orientation Stephen Straus Assessor Training Stephen Straus Debrief with the City Council Stephen Straus and Heather Lee Initial Negotiation with Finalist Heather Lee Coaching of Successful Candidate Heather Lee Experts in Emotional Intelligence to Develop Individuals and Organizations 13  D: QUALIFICATIONS AND EXPERIENCE Our Recent Clients Local governments are quickly recognizing the benefits of the new approach offered by Developmental Associates. During the last five years, we have either completed or are in the process of working with the following local governments and universities: • The City of Durham, North Carolina • Duke University • Wake County, North Carolina • NC State University • The City of Savannah, Georgia • East Carolina University • The City of Williamsburg, Virginia • The Town of Wrightsville Beach, • The City of Danville, Virginia North Carolina • The City of Suffolk, Virginia • The Town of Morrisville, North • The Town of Blacksburg, Virginia Carolina • The City of Statesboro, Georgia • The Town of Zebulon, North Carolina • Southampton County, Virginia • The Town of Waynesville, North • The City of Greensboro, North Carolina Carolina • The University of North Carolina at • The City of Winston-Salem, North Chapel Hill Carolina • UNC School for the Arts • The City of Fayetteville, North • The Town of Mills River, North Carolina Carolina • The Town of Chapel Hill, North • The City of Asheboro, North Carolina Carolina • The City of Isle of Palms, South • The Town of Duck, North Carolina Carolina • The Town of Apex, North Carolina • The City of Sanford, North Carolina • The Town of Matthews, North • Cleveland County, North Carolina Carolina • Transylvania County, North Carolina • The Town of Garner, North Carolina • Cumberland County, North Carolina • Durham County, North Carolina • The City of Wilson, North Carolina • Sampson County, North Carolina • The Town of Stallings, North Carolina • The Town of Holly Springs, North • The University of North Carolina – Carolina Pembroke • The Town of Wake Forest, North • UNC Charlotte Carolina • City of Lexington, North Carolina E: A NEW APPROACH TO EXECUTIVE ASSESSMENT: TALENT IDENTIFICATION AND ASSESSMENT Section II.B: A New Approach to Executive Assessment – Talent Identification and Assessment These and many other clients are recognizing that Developmental Associates has developed a new, more thorough, accurate, and comprehensive model for executive processes – which we call Talent Identification and Assessment. The old "Search Model" makes three outdated assumptions as follows: Experts in Emotional Intelligence to Develop Individuals and Organizations 14 Outdated Search Model Limitation DA Talent Identification & Assessment Solution Recruitment Methods: This model fails to take into account Developmental Associates uses Assumes that the search the use of modern technology to multiple recruitment methods, firm is in close contact recruit. including targeting individuals, with top candidates placing ads on leading professional nationally who will only Large national firms also tout their websites and journals, relying apply for the position if staff connections throughout the extensively on social media, and contacted by the firm. country, claiming that their connecting with our national consultants will share prospective network through NEOGOV, the candidates rather than compete leading public sector technology with one another. solution for recruitment and selection in the United States. Moreover, as a "boutique" firm, our consultants work together on each project. Candidate Screening That is a myth. Knowing a Developmental Associates uses an Other search firms often candidate, even befriending one, extensive, multi-method screening posture that they know does not mean that the search firm approach that provides you with a how candidates perform can assess that candidate's sounder understanding of the skills in their current position. performance in day-to-day activities. and competencies of each candidate. The search firm does not directly Because this process is standardized, observe critical competencies, such it enables fair comparisons across as how effectively the candidate candidates. deals with staff, plans, organizes, or deals with conflicts. Candidate Assessment: Interviews are necessary for any We provide intensive assessment of Presumes that selection process, but they are candidate skills that other firms do interviews enable insufficient to assess overall not offer before the Council begin comprehensive executive competencies. Interviews, the interview process. This skill- assessment. when properly constructed and assessment process enables you to conducted, at best, can only directly directly observe the skills of determine how well the candidate candidates performing a variety of can communicate, their knowledge, executive skills, such as managing and judgment. The interview is too staff, budgeting, dealing with the limited to assess other essential media, making presentations, and management and leadership skills, facilitating staff meetings. such as writing, developing budgets, problem-solving, dealing with staff, managing projects, and other competencies demonstrated by doing - not talking. All the employer can learn from the interview about these essential skills is what the candidates say they do. Experts in Emotional Intelligence to Develop Individuals and Organizations 15  F: REFERENCES Town of Chapel Hill Durham County Town Manager Chris Blue County Manager Kim Sowell (919) 968-2743 (919) 560-000 cblue@townofchapelhill.org ksowell@dconc.gov DA has helped the Town hire several Feel free to contact any of the department head positions and also with Commissioners, such as Chair Howerton, succession planning. whose phone number is (919) 560-0026. We helped the County hire several staff members, including, most recently, the County Manager. Wake County Town of Apex County Manager David Ellis HR Director Mary Beth Manville David.Ellis@wakegov.com (919) 249-3420 (919) 856-6160 marybeth.manville@apexnc.org We worked with Mr. Ellis to hire two Deputy In 2021, we worked with the Town to hire Managers: the Chief Community Vitality Jason Armstrong, their first African American Officer, the Chief Innovation and Information to hold that position in Apex. We have also Officer, and the Human Services Director. helped hire the Assistant Town Manager, DEI Director, Water Resources Director, Deputy Police Chief, Fire Chief, Community Development Director, and Assistant Fire Chief. City of Savannah City of Danville, Virginia Mayor Van Johnson Manager Ken Larking MayorJohnson@savannahga.gov klarking@danvilleva.gov (912) 651-6444 (434) 799-5100 HR Director Jeff Grant DA worked with Mr. Larking to hire a Chief of (912) 541-3218 Police in 2017 and a Fire Chief in 2019. We jgrant01@savannahga.gov are currently working with Danville to hire an We have partnered with the City of Savannah Economic Development Director, a Transit to hire its new City Manager. We also Director, and a Planning Director. assessed candidates for Chief of Police and helped hire its IT Director, Fire Chief, Assistant Chiefs of Police (2), and Assistant Fire Chief. City of Greensboro City of Fayetteville Deputy Manager Chris Wilson Manager Doug Hewitt (336) 373-2002 dhewett@ci.fay.nc.us christian.wilson@greensboro-nc.gov (910) 309-0284 DA has assisted Greensboro in hiring several DA assisted Fayetteville in hiring its Police assistant managers, department directors, Chief, Director of Engineering and and higher-level staff. We helped hire David Infrastructure, and Human Relations Parrish as an Assistant, and the Council Director. This year, we helped them hire an valued his work enough to appoint him as Assistant City Manager and Economic and Manager about three years ago. Community Development Director. City of Durham City of Statesboro, Georgia Experts in Emotional Intelligence to Develop Individuals and Organizations 16 Wanda Page Mayor Johnathan McCollar Wanda.page@durhamnc.gov jonathan.mccollar@statesboroga.gov (919) 560-4222 (912) 764-5468 DA assisted the City in hiring a Deputy DA worked with the City of Statesboro to hire Manager. We have also helped Durham hire a Chief of Police in 2016, a City Manager in other department directors, including two 2019, and a Human Resources Director in Chiefs of Police. We also worked with the City 2019. Council to select their Manager, Wanda Page. Town of Garner Town of Morrisville Manager Jodie Miller Manager Brandon Zuidema (919) 218-3764 (919) 463-6150 jmiller@garnernc.gov bzuidema@townofmorrisville.org We have also helped Garner hire the Police DA worked with a split Council to arrive at an Chief, Assistant Manager, and Economic enthusiastic and unanimous decision to hire Development Director its former Town Manager – Martha Paige, in 2014. We have recently assisted Morrisville in hiring a Finance Director, Chief of Police, Fire Chief, and two Assistant Town Managers. Town of Duck Town of Southern Pines Mayor Don Kingston Manager Reagan Parsons don.kingston@townofduck.com (910) 692-7021 (252) 255-1234 Parsons@southernpines.net DA worked with the Town of Duck to hire its We have worked with Reagan to hire a Manager, Drew Havens, in 2021. number of department directors and assistant managers. City of Lexington, NC City of Winston-Salem Mayor Jason Hayes Mayor Allen Joines MayorHayes@lexingtonnc.gov allenj@cityofws.org (336) 243-2489 ext. 2990 (336) 727-2058 We worked with the City to hire Johnnie We recently worked with Mayor Joines and Taylor as Lexington City Manager. Johnnie is the Council to hire Pat Pate as the new City the first African-American Lexington City Manager. We have also worked with Manager. Winston-Salem to hire several department heads, including two police chiefs. Experts in Emotional Intelligence to Develop Individuals and Organizations 17